3. Going for “the Greens”
“ …. is at a critical phase where solid strategy and tactics is
required to determine the go or no go decision of the
company’s future.”
Market Characteristic
• High “social benefit”
• Capital Intensive
• Long lead times in generating.
• High power of incumbent
4. Business Model Considerations:
Primary characteristics – Energy Market:
• Accessibility, Availability, Affordability : The product is easily obtainable and the
trade-off to obtaining it is justified.
• Sustainability: Continuous supply.
• Scalability: Supply can be easily adapted to demand.
The geographic characteristic of Indonesia which will not allow for a massive grid
mechanism to be a feasible energy option. A model in managing micro, mini and off-grid
market for energy.
Calculates the energy available, the consumers aspect, the producers capability, the
capital available and the ROI entailed in every projects
5. Business Model Perspective - Case examples
a. Value proposition: determining how ICE creates value.
Case study:
EWZ, Swiss Municipal Utility Provider “educates” their target on the benefits in using their
service. Inviting local households to private-party-gatherings to elaborate the
difference in using their product versus conventional products.
Whisper Technologies New Zealand highlights their “soundless” boiler alternative which is
also as cost effective and environmentally-friendly as the other providers. Their
marketing strategy is by targeting sailing boat-owners which will really notice their
“soundless” feature and target other market after it.
6. Business Model Perspective and Case examples – Summary Model
Challenges Business Model Element Strategic Option
Social Cost Vs Market Cost Value Proposition Educate Market
Outsourcing / distribution
Capital Intensive Value Creation
partner
Reduce Initial Cost (leasing,
Long Lead Times Revenue Model
contracting)
Power of Incumbents After Sales Service
7. Business Model Perspective - Case examples
a. Value proposition: determining how … creates value.
Case study:
EWZ, Swiss Municipal Utility Provider “educates” their target on the benefits in using their service.
Inviting local households to private-party-gatherings to elaborate the difference in using their
product versus conventional products.
Whisper Technologies New Zealand highlights their “soundless” boiler alternative which is also as cost
effective and environmentally-friendly as the other providers. Their marketing strategy is by
targeting sailing boat-owners which will really notice their “soundless” feature and target other
market after it.
b. Value creation: determining which part of the business process should be done –efficiently. (new
ventures usually chooses focus between two options: a breakthrough distribution system or a
focused technological approach)
Case study:
OPD designed a 750 Kw offshore wave-powered energy generator. They focused on developing the
“intelligent core” of the machine and outsourced the rest of the machine.
c. Revenue model: identifying where the money is. (the most feasible option on clean energy so far is
reduction of up front investment from customers). Case study: see solar power presentation.
8. Business Process Proposition
desk
review Site review MOU PPA Evaluation
Market Project Final Project
review blueprint blueprint term
(Pre FS) (DED)
Evaluate: PLAN & Investment
BUDGET Resourcing (task management)
Evaluate & Consult: 4P,
Communications
Exit Strategy Formulation
Quality Assurance (Strategy and Tactics)
9. Business Model and Process Implications - Investor
“ICE would have a very flat organization
that each of the project would be served
under a separate legal a Special Purpose
Company, “SPC”. This SPC would allow
any potential partnerships or vendor
financing to directly involve and control
the project. “
Strategy and tactics should be define by SPCs – each entails different “strategic environments”. Each is
evaluated by contribution to …. overall Mission and Vision.
As opposed to blueprint evaluation, a sound quality assurance (continuous) of strategy and tactics
application should be devised.
10. Structuring
• Sell the management – not the idea
• Product & Service (what?)
• Customers (strategy to meet our primary customer)
• Our competitive advantage (what will make us succeed while other fails?)
Strategy • Strategy to keep the competitors at bay
• Who is Where doing What?
• Degree of job segregation
• KPIs
Structure
• Target marcom and stages
• The kind of perception to reach
• The real movement to the perceived value
Perception
13. The company’s entire element must “keep their eye on the road” and
it’s the management’s role to “create the road”
14. Workplan
Define the Problem
• Define who is doing what, when, how & reporting to who (by
personnel inquiry)
• Create a map of personnel
• Apply same model with top – bottom and bottom – top approach
• Define the gaps
Create Ideal Model
• The market approach or industry best practice
Recommendation & Alignment
• Align the gaps between existing – ideal
• Apply strategy in structure
• Create a perception strategy (involvement)
16. Prospect PIC Issue
SRE Khronos (AAA) HI More details on the investment
needed
Meranggi HI s.a.a
Coal Trade HR Find merchandise and get around
‘cash issue’
Coal Request from TNB (prospect ?? Specification from DL
from DL)
Investment fro ship purchase DL ?? Find strategic partner in shipping
